Date 10th Oct 2014

Project Scope Management

Project Scope includes the processes required to ensure that the project includes all
the work required, and only the work required, to complete the project successfully
1. It is primarily concerned with DEFINING AND CONTROLLING WHAT IS AND IS NOT
INCLUDED IN THE PROJECT!
2. Scope Management Plan guides us on how project scope will be defined,
documented, verified, managed, and controlled. So, we make it as an initial effort we
in planning!
3. Scope refers to product scope and project scope.
Product scope means features and functionality that are to be included in he product, service. Successful
completion of product scope is verified against product requirements.
Project scope means the work required to be performed in order to to provide such a product, service or
result. Completion of project is verified against project management plan.
4. Scope baseline: Scope Statement + WBS + WBS dictionary. Only formal change control procedures can
revise scope baseline.
5. WBS includes only the deliverables/outcomes/results ( not actions)

It document how the project and product scope will be defined, validate and controlled.
Scope management plan:
How the scope will define, validated and controlled.
It including how to prevent scope creep, how to handle change requests, escalation path for
disagreement on scope elements between stakeholders, process for creating scope statement, WBS,
processing CR, how the deliverables will be accepted.
It guides and directs us on how scope will be managed throughout the project.
Requirements management plan:
How the requirements will be managed, documented and analyzed.
It including how to process requirements, address missed requirements, configuration management,
and prioritize requirements, metrics for defining the product, define the traceability structure,
authorization level for approving new requirements.
Input:
1. Project charter, 2. Project management plan, 3. O. P. A, 4. E. E. F.
Tool & Techniques:
1. Expert judgment, 2. Meetings
Outputs
1. Scope management plan, 2. Requirements management plan

Project charter: It is used to provide the project context needed to plan the scope management
process. It provide the high-level project description and product characteristic.

Collect Requirements: The process of defining and documenting stakeholders' needs to meet the project
objectives. In this process, We find out all of the stakeholders needs and write them down so that we know
what to build and how our requirements can be measured and tracked.

#1 Requirement: A condition or capability that is required to be present in a product, service, or result to

satisfy a contract or other formally imposed specification.
#2 Requirements include the quantified and documented needs, wants, and expectations of the sponsor,
customer, and other stakeholders.
#3 Project successes are possible only when we pay proper attention to gathering and managing project and
product requirements. We must involve stakeholders early to discover and decompose their needs into
requirements!
#4 Requirements represent needs and expectations of the stakeholders, be it client or sponsor, or any other
stakeholder. Project charter provides high-level idea of requirements. Stakeholder register provides names of
stakeholders with their interest and influence in the project and helps in understanding requirements of these
stakeholders. We have to meet and collect requirements of all the stakeholders and take approval.
1. Requirements mean both product requirements and project requirements.
Product requirements: Technical requirement, Performance requirements, Security requirements, etc.
Project requirements: Business requirements: Support business objective of the company
Project management requirement, etc.
2. If any requirement is missed, it not is considered while creating WBS, or estimating time and cost or
quality planning. It does not become part of our project management plan.
Input :
1. Scope Management Plan 2. Requirements Management Plan 3. Project charter 4. Stakeholder Register
5. Stakeholder Management Plan
Tool & Techniques
1. Interviewing 2. Focus groups 3. Facilitated workshops
### Note : The primary difference between focus groups and facilitated workshops are that focus groups
are gatherings of prequalified subject matter experts and stakeholders and facilitated workshops consist of
cross-functional stakeholders who can define cross-functional requirements.
4. Group Creativity Techniques
a) Brainstorming: collect multiple ideas.
b) Nominal group technique: voting to rank most useful ideas. Enriches brain storming.
c) Delphi: common opinion of experts anonymously.
d) Idea/mind mapping: building maps to show commonalities and differences in the collected ideas. This
triggers new ideas.
e) Affinity diagram: numerous ideas organized in groups. Review and analysis provides better
understanding.
5. Group Decision Making Techniques
a) Unanimity: All agree. b) Majority: More than 50% agree. c) Plurality: Largest part of the group decides.
And d) Dictatorship: one individual forces decision on the
6. Questionnaires & surveys, 7. Observations , 8.Prototypes:
- Types of Prototypes: 1.Proof-of-Principle Prototype, 2.Form Study Prototype, 3.Visual Prototype,
and 4.Functional/Working Prototype. Modern Prototyping (Computerized)
7. Benchmarking, 10 Context diagrams ( diagrams showing input/source and output, to show how
people interact with the system) and
11. Document analysis
Outputs
1. Requirements documentation:
2. Requirements traceability matrix:
A grid table that links product requirements from to their origin to the deliverables that satisfy them.
Important points:
Requirments Document: contains - business/project objectives,
- Functional/Non Functional requests,
- quality reqs, - acceptance criteria, - training requests,

- assumptions and constraints,

- impact to other organizational areas etc.
Requirements Management Plan: contains- how requirements activities will be planned, tracked &
reported, - configuration management activities, - required prioritization process, traceability structure
Requirements Traceability Matrix:
This document shows where the requirements come from, where they get implemented, and how
they get verified. Its a great way to take a quick high-level look at all our requirements and make sure
we are mapped to specific test cases.

The process of developing a detailed description of the project and product.

Points to consider:
-

Define Scope: The process of developing a detailed description of the Project & Product scope.
Project & Product scope, outlines what will be and what will not be included in the deliverables,
including details of risks, constraint and assumptions.
Project Scope statement includes: 1. Product scope description and Project goals, 2. Product
acceptance criteria, 3. Project Deliverables, 4. Project inclusions and exclusions, 5. Project
constraints and assumptions, and 6. Identified risks related to the scope.
Product Analysis includes * Product Breakdown, * Systems Analysis, * Requirements Analysis, *
Systems Engineering, * Value Engineering, and * Value Analysis.
PMI advocates Project Objectives that follow the SMART guideline. S - Specific; M - Measurable; A Assignable; R - Realistic; T - Timely.
The project scope statement tells what work we areand are notgoing to do to do in the
project.
Provide alternatives if the budget and schedule could not meet managements expectation
The scope statement is progressively elaborated.

Input:
1. Scope management plan, 2. Project charter 3. Requirements documentation and 4. OPA.
Tool & Techniques
1. Product analysis, 2. Alternative identification 3. Expert judgment and 4. Facilitated workshops
Output
1. Project scope statement and 2. Project document updates

WBS is a structured hierarchy created by the organization/stakeholders.

WBS is an organization chart or table form, based on the project deliverables (not tasks needed).
A higher level above a work package is control account.
Control account is a control point where scope, cost and schedule are compared to earn value for
performance measurement.
A work package can have only one control account.
Code of account is used to name the WBS (Unique Identification), # Planning packages (Set of
work) are between Control Accounts and Work Packages. # WBS isnt time based, # WBS does
form the Scope Baseline, # WBS is a communication tool, # Created by the entire Project Team
#3. WBS Dictionary might include 1. the number of the node, 2. the name of the node, 3. the written
requirements for the node, 4. to whom it is assigned, 5. time (Date Assigned and Date Due), 6. cost,

and 7. accounting information. # Management Control Points (Control Account): Where the
integration of scope, schedule, and cost take place and where performance is measured.
Advantages: 1. EV Calculation take place, 2. It is the building block of Performance Measurement, and
3. The sum of the control accounts will add up to the total project value (Rule of thumb is 300 Hours).
Control Account may include one or more Work Packages, each Work Package represents only one
Control Account. You need to know more about WBS:
IS THE FOUNDATION upon which project is built. ALL planning and controlling depends on WBS. A
GRAPHICAL PICTURE of the hierarchy of the project scope. VISUALIZES the entire project. Each
descending level progressively elaborates the deliverables into their detailed components.
Serves as scope baseline. Identifies all work to be performed. Work not in WBS is outside the project
scope.
INPUT
1. Scope management plan, 2. Project scope 3. Requirements documentation 4. OPA 5. EEF
Tool & Techniques
1. *Decomposition
*WORK PACKAGE. The work defined at the lowest level of the work breakdown structure for which
cost and duration can be estimated and managed.
*Control Account. A management control point where scope, budget, actual cost, and schedule are
integrated and compared to earned value for performance measurement.
STEP ONE: Identify major deliverables (including project management deliverables) and associated
work by analyzing detailed project statement. Expert Judgment helps identify all the work, (including
Project Management Deliverables and Contracted Deliverables)
#2: Structure and organize WBS. Major Deliverables must correspond the way project will be organized
in reality. It may take various forms: Major deliverables and subprojects as level 1 , Subprojects
(external to project team), Phases of the project life cycle as level 1 ,Different approaches within each
branch of WBS
#3: Decompose each upper WBS level deliverable into its fundamental components. These
components are defined in terms of how the work of the project will actually be accomplished,
performed, and managed. The components of WBS represent verifiable, products, results, or services.
Now, the project team should judge if it is possible to adequately estimate time and cost if at this level
of decomposition (different deliverables may require different levels of decomposition). If yes, then
decomposition is complete, but before treating it final, you must put it to pass test for correctness of
decomposition as detailed in step FIVE.
#4 Develop and assign identification codes to each component of WBS (a unique identifier).
Expert judgment

Outputs:
1. Work Breakdown Structure.
2. Work Breakdown Structure Dictionary. A document that provides detailed deliverable, activity,
and scheduling information about each component in the work breakdown structure.
3. Scope Baseline. And 4. Project document updates

*The process of formalizing acceptance of the completed project deliverables.

#1 Formal process to verify and obtain stakeholder acceptance of the completed project scope and
deliverables . Usually performed after Perform Quality Control.
#2 if project is terminated early, scope verification must be done to establish the level and extent

of completion!
#3 Verify Scope happens at the end of each phase and the project and upon delivery of Product or Service
or Result.

#4 Verify Scope is concerned with completeness and acceptance, and Perform Quality Control is
concerned with correctness.
#5 If the project is cancelled/terminated before completion, Verify Scope is performed to show where the
Project was in relation to the Scope when it ended.
#6 Verify Scope is all about comparing the Deliverables with the documented Scope to ensure that
everything was completed.
#7 Verify Scope is typically performed by the PM, the Sponsor, the Customer, and the Functional Managers
and the result is a formal, written acceptance by the appropriate stakeholders.
# 8 If we don't receive a final sign off from our customer; we have to escalate the issue to our mang..
#9 Characteristics of Verify Scope: 1. Signoff, Review, Inspection, 2. Documenting completed deliverables,
and 3. ensuring that the deliverables conform to the requirements.
#10 Scope verification is primarily concerned with ACCEPTANCE of deliverables.
- Quality control is done before scope verification.
#11 Scope Creep: This happens when you think you know the impact of a change so you go ahead, but it
turns out that that change leads to another one, and since you are already making the first change, you go
with the next. Then another change comes up, and another, and another, until its hard to tell what the
scope of the project is.
#12 Gold Plating: Sometimes people think of a really great improvement to the product and go ahead and
make it without even checking the impact.
#13 Question: what is the difference between scope verification and QUALITY CONTROL?
Answer: scope verification is concerned with acceptance of deliverables! Quality control is

concerned with quality requirements for these deliverables!

Inputs
1 Project Management Plan 2. Requirements documentation 3.Requirements traceability Matrix
3 Work Performance Data and 4. Verified Data
Tools & Techniques
1. Inspection and 2. Group decision-making Techniques
Outputs
1. Accepted Deliverables 2. Change Request 3. Work Performance Information and 4. Project Documents
Updates
### Accepted deliverables are formally signed off by the customer. Formal acceptance received from
the customer acknowledging formal stakeholder acceptance of project deliverables is sent to Close
Project Phase.

Control Scope: The process of monitoring the status of the project and product scope and managing
changes to the scope baseline. Scope Creep will be eliminated.
# Integrated Change Control spans: * Control Scope * Control Schedule * Control Cost * Quality
Control * Monitor and Control Risk * Administer Procurements
# Customer's interests should always be weighed heavily and disputes should be resolved in favor of
the customer.
# The goal of Control Scope is updating the scope, plan, baseline and WBS info. The control scope
process must be integrated with other control process.
Inputs
1. Project Management Plan, 2. Requirements documentation, 3. Requirements traceability Matrix, 4.
Work Performance Data and 5.Organization Process Assets
Tools & Techniques
1. Variance Analysis

# VA can be used to measure differences between what was defined in the Scope Baseline & what
was created. It is useful in this process as a way to investigate and understand the root causes
behind these differences.
Outputs
1. Organization Process Assets Update, 2.Project Management Plan Update, 3. Change Request, 4. Work
Performance Information and 5. Project Documents Updates
Exam Spotlight:
Arrange all of the activities you do to control scope in the right order.:
1. You figure out that you have to make a change
2. Create a change request
3. Get approval to make the change
4. Compare the change against the baseline
5. Go back and plan for the new work
6. Update the baseline
7. Store the updated baseline in the configuration management system
8. Now the team can change the way they do the work